Manama, Capital Governorate, Bahrain
Experienced manager with a demonstrated history of working in the hospitality industry. Skilled in F&B and overall operations. Strong commercial oriented professional with a Bachelor's degree focused in Hospitality Management from Ecole hôtelière de Lausanne.
Rebranded resort, 640 rooms split in 3 units, 12 outlets, 7000m2 meeting space, 5000m2 of Spa & wellness space, 18 holes golf course, 600+ colleagues - Setup all operational reports, MOD, Animation program… - Finalize Rebranding project that was stopped with Covid-19 - Set up strategic target for each department - Planning of calendar of events to build Rotana as a must destination in Marrakech
After 3 years of operation, I was promoted from Executive Assistant Manager to Hotel Manager thanks to the result achieved in terms of guest satisfaction, revenues and employees engagement. My inputs were crucial in maximizing revenue and profitability in every department operational and administrative. I have been highly involved into the commercial aspect of the hotel. Amman Rotana is actually leading the market in its STR compset, Achieving budget in revenue, over achieving in profitability by 4% and increasing by 10% the guest satisfaction score versus 2018.
Ramee Grand Bahrain is the first 5 star hotel of Ramee group, it is a 166 rooms business hotel with 8 outlets, 800m2 ballroom and 2000m2 spa. My main achievements were: - Opening the hotel on August 2013 - Set all commercial strategies for 2014
In charge of 9 outlets, banquet and outside catering, Ballroom 700m², 8 meeting rooms, beach events. 220 staff members • 24% growth over the last 2 year in F&B • GPO of 51% in 2011 • 54% of the revenue mix • Bring stability in the F&B team • Reduce the turnover from 70% to 30% • 94% Growth on ESPS • All day dining renovation and Shisha outlet project • Guest experience 4% above IHG Benchmark • 27 internal promotions, coaching and developing people
In charge of 7 outlets plus banquet operation with 600 m² ballroom and 4 meetings rooms. 180 staff members plus casuals. • Maintain a high level of quality service and Hyatt standard • Maintain the revenue high in crisis period. In 2009 Drop of 5% for a drop of 25% in rooms revenue. In 2010 F&B revenue increase by 12% • Control of expenses and maintain same GOP in 2009 as 2008 • Maintain catering department as number one in the area. • Establish budget, Monthly revenue and expenses reforecast
In charge of 6 outlets plus 600 m² and 400 m² ballrooms and 3 meetings rooms. 35 team members. Objectives: unification of the department, increase profit and guest satisfaction, stock control, purchase control, staffing, budget, special events, promotions, complain management
600 m² and 400 m² ballrooms and 3 meetings rooms leading a team of 5 people plus a database of 100 casuals.